Front-line managers

Front-line managers and supervisors often have limited control over both the internal and external environments of health care delivery. However, if job satisfaction, professionalization, and quality service are to continue and improve in pharmacy, there must be an... 

Seminars AMA s seminars are geared to every organizational level — from chief executive officers to administrative professionals, from senior executives to front-line managers. These small-group team learning experiences are dynamic and interactive and run a full spectrum of management development and business skills. 

We just had a session where the first lot of graduates got their certificates in front line management and we re going even bigger this year. I think that developing the people and their leadership skills has been where most of the gains have come from. (Middle Manager)... 

Supervisor A front-line manager with direct responsibility for employees. At nontraditional workplaces, production employees with supervisory responsibilities (e.g., leads, lead hands) are also considered supervisors. 

Importance of committed leadership from top to bottom Clear set of explained expectations for front-line management Involvement of all employees Effective communication... 

In anECSC/BCC study (Mason et al., 1995) examining the supervisory attitudes to safety two particularly relevant points emerged in relation to deputies perception of their role as the front-line management staff with responsibility for safety inspections ... 

In the absence of concerted action and trade-offs at a higher level, front-line management and front-line staff will be the level at which all the (contradictory) constraints issued by the various divisions are integrated produce more, under conditions requiring quite high levels of situational adaptation and in accordance... 

Middle managers are managers who work at an intermediate level in the hierarchy, between the executive level and front-line managers they typically run a functional unit, source Uyterhoeven [54], Thakur [55]. 

British Institute of Management (BIM) (1976), Front-Line Management (London BIM). 

When an accident report says that an accident was due to human error, the writer usually means an error by an operator or other front line worker. But designers and managers also make errors, not slips or lapses of attention as they usually have time to check their work, as well as mistakes or, less often, violations. 

What role can top management play if front-line knowledge workers make most decisions Surely, managers cannot continue to be the keepers of content as was the case in mass-production environments. At Infosys, it appears that managers are part of a larger process of mutual mentorship, a process that the founders hope will create an institution that survives them. Indeed, the philosophy of Infosys s top management is to recruit people who are brighter than themselves and then mentor them. 

Once the company s aspirations have been set, they have to be broken down into measurable targets. These can be cascaded down the organization by management. At the front line, these targets create a direct link between the company s aspirations and day-to-day operations and also serve to make the expectations comprehensible and tangible for all employees. 

Our emergency plans were revamped. SOMC realized that all departments had not been considered when the previous plans were developed, and parts of the plan were ineffective. A multidisciplinary team met monthly for 1 year to revise all the emergency plans. This team consisted of a variety of staff including nursing, maintenance, housekeeping, laundry, physician offices, management, and front-line staff. These updated plans have worked well both in drills and real events. 

They noted that effective supply systems and logistics are key to efficient disaster management At times of major disasters, adequate logistic support must be made available so that disaster response assistance—whether in-country or international—is self-sufficient It is unacceptable for it to impose burdens on affected communities (or on personnel in the front line who are trying to provide assistance). Excessive supervisory visits should also be discouraged. 

Senior management must assign high priority to GxP and not abdicate responsibility to users because they believe they are in the front line for regulatory inspection. As was depicted by Figure 31.7, asset information and validation documentation is the foundation of regulatory submissions. If the foundation crumbles, so does the credibility of those submissions and subsequently the reputation and profitability of the pharmaceutical organization. 

It is vitally important to translate the various outward-looking perspectives into measurable and concrete technical targets for production managers and front-line personnel. Detailed value-driver trees are an excellent tool for establishing a direct link between financial indicators at the corporate level - such as Return on Invested Capital - and hands-on technical indicators that mean something to a production unit, such as tonnes of steam per tonne of product (Fig. 12.3). 

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